Normal view MARC view

Outsourcing success: the management imperative

Author: Patel, Alpesh B. ; Aran, HemendraPublisher: Macmillan, 2005.Language: EnglishDescription: 187 p. ; 24 cm.ISBN: 1403946221Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD2365 .P37 2005
(Browse shelf)
Available 001157316
Total holds: 0

Includes bibliographical references and index


Outsourcing Success The Management Imperative Contents List of figures and tables About the authors List of abbreviations Acknowledgements Introduction Chapter I What business process outsourcing means Definition of BPO What's the outsourcing imperative and does it work? Outsourcing: an economic imperative The BPO route map Scope of outsourcing Horizontal services Vertical focused services Market size By region By function Drivers of BPO Cost reduction Focus on core operations Shared infrastructure Improvements in service level Access to large talent pool Process and product innovation Leveraging multiple time zone Changing customer needs Improving the bottom line Inhibitors Services quality Data security Staff redeployment issue Geopolitical risks Cultural differences Regulatory issues concerning offshoring The chapters ahead The BPO competitive landscape xii xiv xv 7 7 8 9 12 14 14 16 16 16 17 19 19 20 21 21 21 22 22 22 22 23 23 24 24 24 25 25 25 29 Chapter 2 Chapter 3 Various segments of the BPO market 29 Classification by the identity of the players 29 Classification by the nature of the activities performed by the players 33 How the BPO market is evolving 34 Sourcing strategy: an imperative in the connected economy 37 Sourcing strategy: the next step after the business strategy 38 Chapter 4 Chapter 5 Chapter 6 What are the drivers of a partnership-based world? Increasing competitive thresholds due to globalization Industrialization of service value chain Various dimensions of strategic sourcing Business goals Internal capability External market capability Sourcing alternatives and models Sourcing governance How to develop a sourcing strategy First step: strategic gap analysis Second step: market and risk analysis Third step: market engagement alternatives Source internally Sourcing of capabilities or deliverables Sourcing of services or solutions Fourth step: market engagement models Proposed models for "key activities" Proposed models for "potential activities" Proposed models for "fundamental activities" Proposed models for "common activities" Fifth step: alternative scenario assessment Final step: sourcing governance Investment banks Why Guidelines for choosing outsourcing partners Partner choices framework Defining and refining goals Requirements assessment Location decision ­ which country for what? Zeroing in on the partner In the long run Considerations ­ smoothing out the road blocks Key principles for win­win client relations Trust and confidence Responsiveness Innovation Best practices The view of a CTO What informs your decision to outsource? What do you look for in a target company? What kinds of activities have you not outsourced? Would you consider outsourcing more? What are your fears about it? The CFO perspective Profit and loss perspective Balance sheet perspective Operational metrics perspective Outsourcing the finance functions The virtues and threats of virtual 40 41 42 44 45 45 45 46 46 47 47 49 50 52 52 53 55 56 57 58 60 63 65 77 77 88 88 89 89 89 93 94 97 97 98 98 99 99 108 108 109 110 110 111 111 112 113 114 114 Chapter 7 Sourcing investment banking research and independent stock research Regulatory changes altered the competitive landscape Equity research functions: a strong case for outsourcing Roadblocks in the way of outsourcing/offshoring research functions How are firms using the services? What operational structures? Key pitfalls? Learning from others' mistakes 118 118 122 122 123 124 125 125 127 127 128 129 129 130 131 132 133 137 137 137 138 138 139 139 142 142 143 143 146 151 154 155 156 159 159 161 162 164 164 166 167 172 174 175 177 Chapter 8 The politics of outsourcing: trends, risks and strategies The politics of offshoring Dissecting the offshore debate The economic impact Quality Security and regulatory compliance Exploitation Business risks Assessing the impact so far Strategies Understand current and future stakeholder concerns Develop a plan for displacement management Make the case for offshoring Ensure the highest standards Align offshore plans with your CSR strategy Conclusion Chapter 9 The future: outsourcing, innovation and your company's and country's future growth Prosperity in the modern economy Technological advances Social Science Innovation Globalization Growth Production Sectoral change -- services Productivity growth Technology Location The knowledge economy Changing skills The global labor market Key challenges for a modern economy -- the U.K. Appendix 1: location summaries Appendix 2: the political issues References Index

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